{"id":374011,"date":"2015-07-20T07:06:18","date_gmt":"2015-07-20T11:06:18","guid":{"rendered":"https:\/\/joangarry.com\/?p=374011"},"modified":"2023-03-17T14:51:29","modified_gmt":"2023-03-17T18:51:29","slug":"advice-fire-donor-mission-alignment","status":"publish","type":"post","link":"https:\/\/joangarry.com\/advice-fire-donor-mission-alignment\/","title":{"rendered":"Dear Joan: How Do I Fire a Donor?"},"content":{"rendered":"

Each month, Joan responds to readers who send emails asking for nonprofit advice, practical solutions, or just general therapy (Joan tries not to make direct comments on a reader\u2019s psychological state \u2014 that\u2019s called practicing without a license.)<\/em><\/p>\n

<\/em><\/p>\n

This month, Joan tackles questions from new ED\u2019s whose predecessors stick around, mission alignment, and the donor who may be more trouble than s\/he is worth.<\/em><\/p>\n

*****<\/p>\n

CAN I FIRE A DONOR?<\/h3>\n

Dear Joan: Here\u2019s a question for you. Can we break up with a donor? Sometimes donors are high maintenance and cause more trouble than their money or engagement is worth.<\/em><\/p>\n

– I\u2019ve Had It.<\/em><\/p>\n

Dear Had It: <\/strong>So I suppose the questions you need to ask yourself are:<\/p>\n

    \n
  • What does the trouble look like?<\/li>\n
  • How much money?<\/li>\n
  • What is the impact of the trouble?<\/li>\n<\/ul>\n

    I\u2019m pragmatic. I\u2019m ready to kowtow to a very big donor. Get used to it. I had a donor who told me flat out that the only reason she gave $10,000 to GLAAD was to ensure that a celebrity was seated at her table at our gala. Now I granted her request but not without a response: \u201cWow. I thought you were so generous because you cared deeply about our mission.\u201d I developed a wonderful relationship with this donor and learned to appreciate her for who she was. She was high maintenance but she was also strategic and generous beyond measure.<\/p>\n

    In the spirit of pragmatism, the amount of the money they give is also a factor. The bigger the donor, the more slack you should cut them.<\/p>\n

    The final question is the most important \u2013 what does the trouble look like? If a donor is attempting to hijack programs by restricting a gift to something that is either off mission or off strategy, you have to hold the reins tight. Work to redirect; manipulate if you have to – connect their<\/em> idea to something the organization really needs.<\/p>\n

    So let me be sure to answer your question. Can you fire a donor?<\/p>\n

    Yes. But make sure that it is a mission or staff threshold and not your own intolerance. If you can\u2019t redirect, if the donor wreaks havoc with your staff or holds you hostage in some way that feels \u201cicky,\u201d yes, you can \u201cquit them.\u201d<\/p>\n

    Donor work can be about kowtowing and ego stroking. But for as many of those painful donors out there, there are exponentially more that will inspire YOU. Remember — your staff\u2019s integrity, your integrity, and the integrity of the mission of the organization is paramount.<\/p>\n

    A donor working against those things has money you don\u2019t want.<\/p>\n

    – Joan<\/p>\n

    \n

    STAFF AND BOARD NOT ON THE SAME PAGE<\/h3>\n

    Dear Joan: I\u2019m a new E.D. and was hired by a great board and a great search committee. I arrived to find board and staff in different places with regard to the interpretation of the mission. The board and I are in alignment but when we talk about our vision, the staff gets nervous, maybe even squeamish. Help! I am clear \u2013 the one thing that has to shine through is our mission. How can I get everyone on the same page?<\/em><\/p>\n

    – My Org Needs A Chiropractor<\/em><\/p>\n

    Dear Misaligned: <\/strong>There is actually very good news in your email.\u00a0You and the board are in sync re: mission.\u00a0That is fantastic and if this were not the case, you\u2019d have a much bigger problem on your hand.<\/p>\n

    You have a staff that is not in alignment with you and the board.<\/p>\n

    Your staff is the issue.<\/p>\n

    You need to have an offsite with them and share your (and the board’s) vision in a way that diminishes their squeamishness, identifies the importance of this mission, and why you as the new leader believe so deeply in it.\u00a0Let them talk about the root of their concerns and anticipate these objection questions ahead of time with thoughtful, respectful answers.<\/p>\n

    Pay a lot of attention.<\/p>\n

    Who is “getting it?” Who is digging in their heels.<\/p>\n

    The folks digging in their heels — who cannot embrace the mission — may not belong on the bus.<\/p>\n

    There is often turnover in the first year of the tenure of an ED. You MUST get the right people on the bus in order to move the important work of your organization forward.<\/p>\n

    – Joan<\/p>\n

    \n

    OLD EXECUTIVE DIRECTOR, I JUST CAN’T QUIT YOU<\/h3>\n

    Dear Joan: Our organization has grown in size and scope and has outgrown our E.D. \u00a0The executive director gets it but the board is very anxious to maintain the outgoing leader\u2019s ties with the organization. Some board members think the outgoing E.D. should become a board member (some even suggest a board chair); others say we should look at co-executive directors and still others suggest that the outgoing E.D. serve under the new leader in a strategy role. I\u2019m worried about undermining the new leader. Should I be?<\/em>\u00a0<\/em><\/p>\n

    – Worried.<\/em><\/p>\n

    \u00a0<\/em>Dear Worried: <\/strong>Two important messages for you to hear loud and clear:<\/p>\n

      \n
    • You should be worried<\/li>\n
    • You are THE voice of sanity in all of this debate<\/li>\n<\/ul>\n

      Boards are so terribly timid about letting a leader go. It is a huge problem. Boards have to recognize that organizations demand different kinds of leaderships at different points of evolution. And they have to be OK with that.<\/p>\n

      Yet, boards create the most ridiculous structures to allow for the outgoing leader to have some role even though they are outgoing for a reason. In way too many cases, boards do something that then impedes the ability of the new leader to lead.<\/p>\n

      I\u2019ve seen co-executive director situations (I don\u2019t believe in co-anything except marriages). I\u2019ve seen a board hire a CEO who seemed to be a strong external person and then decide that the COO (who also applied for the job) should also report directly to the board (Yikes!) I have seen it all.<\/p>\n

      Boards have to buck up. If it\u2019s time for new leadership, then it\u2019s time for new leadership. Be a master to your mission and do what is right for the organization.<\/p>\n

      Could that mean hurting the feelings of a longstanding leader? Yup. But those are the kinds of decisions that grownup boards who care deeply about the mission of their organizations do.<\/p>\n

      They do what is best and right for the organization. And that typically means giving a leader the reins with no strings attached.<\/p>\n

      – Joan<\/p>\n

      \n


      \nIf you have further advice for any of this week\u2019s \u201cDear Joans\u201d please share in the comments below.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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